Ramp-up management for a body supplier

To assure the short-term take-over of a Premium OEM’s supplier obligations, KBC was able to fully exploit its expertise in ramp-up management and supplier relocations.


The supplier assumes a supplier obligation approximately 6 months before start of production (SoP). This major OEM order consists of two body components with a total of 4 variants. The order is to be processed at a newly constructed production site. The OEM himself acts as 2nd Tier in the delivery chain.

The specific task

  • With a product and process maturity of one year before SoP, the project is significantly behind the Maturity Level Assurance schedule.
  • A new site must be completely reconstructed 6 months before SoP. At project start, all of the systems were still with the old supplier and not ready for serial production.
  • The supply situation of the pilot series is extremely tense. Pilot series scopes (4 months before SoP) must be handled by the new serial production site.
  • The components are exhibiting considerable quality problems. The decisive factor for achieving peak production during the production year is component quality.The management and production team is completely new to the company and to the production technologies.

KBC Solution approach

The development of peak capacity control and communication in the OEM task force and in OEM committees. The establishment of system supplier management and control of production development. The development of project management and control. The creation of a logistics concept, plan and implementation. The development of employee quantification and qualification. The conceptualisation of production processes (heat treatment, straightening, grinding, washing and assembly) and indirect process sequences (maintenance, spare parts management, etc.). The development, establishment and operational support of order control and production planning. The development of component-oriented quality reporting in the supply chain (abolishing the discoverer vs. originator issue). Operational support for the technical personnel of the industrialisable crafts. The implementation and support of shop-floor activities of master craftsmen and workers.

Realisation of potential

Short- and medium-term supply was fully secured. All parts volumes were delivered at the right time and quality. The daily transparency in production data, planning and control was sustainably implemented by the planned serial production staff. The OEM task force was able to fully ratify the Board. No belt standstill / bottlenecks in the OEM’s vehicle assembly line. Site relocation was completed in full.